Danielle C. Andersen COMMAND/ORGANIZATION: Capability Program Executive for Ammunition and Energetics, Office of the Project Manager Combat Ammunition Systems TITLE: Supervisory program analysis officer YEARS OF SERVICE IN AAW WORKFORCE: 15 DAWIA CERTIFICATIONS: Advanced in business financial management EDUCATION: MBA, Florida Institute of Technology; B.S. in business administration, accounting, The Catholic University of America AWARDS: Office of the Project Manager Combat Ammunition Systems Excellence Award (2022); Multiple Special Act/Service and Performance Awards (2016-2025)
Danielle Andersen believes challenges aren’t obstacles—they’re opportunities to move forward in a better way. In her role as an acquisition financial management expert, that perspective guides how she leads a team of financial managers and full life cycle program planning, budget guidance, fund distribution, execution and program support for direct research, development and various acquisition programs from Acquisition Category (ACAT) I-IV. Additionally, she manages indirect fire development and production funding lines for several Long-Range Precision Fires Cross Functional Team enabling technologies supporting the Army’s Cannon Transformation Strategy, as well as Mortar Weapons and Fire Control Systems. “When I became a supervisory program analysis officer in 2022, my primary goals were to foster a positive work environment; coach, mentor and grow my team; to continue to provide top caliber support to the warfighter in a new capacity,” she explained. “I can confidently say that while overcoming a myriad of challenges along the way, through my leadership, my team has made great strides ensuring all program requirements were and are successfully supported during multiple Program Objective Memorandum, Budget Estimate Submission and President’s Budget cycles, and met and exceeded Office of the Secretary of Defense (OSD) obligation and expenditure goals when possible.” As a result of her mentorship, coaching and career road mapping, she said her team continuously seeks out learning opportunities to increase their knowledge of the acquisition process and financial management, resulting in increased support to the Army mission. In addition to supporting the warfighter, she said “it has been exciting to be a key player as the [Project Manager Combat Ammunition Systems (PM CAS)] works to develop, produce and deliver indirect fire ammunition, weapons and fire control systems in support of the Army’s priorities.” Andersen began her acquisition career as a seasonal intern within the Combat Capabilities Development Command Armaments Center (DEVCOM AC)’s Financial Management Directorate during college and was a direct hire as an investment appropriations program analyst after graduating due to her exemplary performance. “During my time with DEVCOM AC, I gained a working knowledge of the complex financial management laws, regulations and policies, as well as the detailed defense acquisition and resource management processes to include multiple levels of review, ultimately with the OSD concurrence and submission to Congress,” she said. With PM CAS, she became a subject matter expert able to further expand her knowledge and share with her team members and peers. “I’m a third generation Army civilian and grew up ten minutes away from Picatinny Arsenal— my grandfather, Dan Taravella and father, Glen Berg, were DEVCOM AC engineers; my brother, Nick Berg, is currently a DEVCOM AC engineer; and my sister-in-law, Christine Berg, is the Joint Program Executive Office Armaments and Ammunition [now Capability Program Executive for Ammunition and Energetics (CPE A&E)] G8 director for acquisition and resources. I am very proud of my family and our contributions to the Army mission,” she said. “I had originally intended to get an accounting job in the private sector but decided to join ‘the family business’ when I learned firsthand about the on-the-job training, post graduate education options and the opportunities for career advancement.” The most pivotal point in Andersen’s career was in October 2016 when she accepted a 90-day developmental assignment with PM CAS. “It turned out that I was previously only 10% aware of what [PM] program analysts did on a day-to-day basis, so it was quite an eye-opening experience to learn the other 90% of their responsibilities,” Andersen said. “I was really interested in the portfolio from the start and asked about a million questions a day to learn more, and almost nine years later, I’m still here as a leader and supervisor learning every day. I’m grateful to everyone within [PM CAS], the overall Picatinny community, as well as other government agencies for taking the time to educate me so I could become a better program analyst resulting in me being competitively selected for a high-level strategic supervisory position within the organization.” Though she often wonders about the road not taken, she is sure that she would not be where she is today without the incredible “village of people and experiences” that have impacted her career. Andersen completed the Civilian Education System Advanced Leadership course in the late spring of 2024. “At that point, I had only been a supervisor for about two years and was suffering from a bit of imposter syndrome,” she said. “My biggest takeaways were to have more confidence in myself and to lean into my instincts to prioritize the wellbeing of my team. I have noticed that this has increased their morale, work performance and overall support of the [CPE A&E] PM CAS and Army missions, despite loss of personnel, competing priorities and delayed identification of program requirements. I would highly recommend that any new team lead or supervisor take the course.” Always working to fine tune her skills, and challenge herself to become a better acquisition professional, a bit of advice Andersen would give junior acquisition personnel is to not be afraid to ask questions of subject matter experts, to conduct their own research and to take advantage of every learning opportunity provided. At the end of the day, she said, “if we as acquisition professionals are constantly improving ourselves, it will serve to further benefit the warfighter.” Outside of work, Andersen is a big fan of the TV show The Office. “Although a bit unconventional at times, Michael Scott always looks after the wellbeing of his team and strives to create a fun, positive work environment for them by encouraging work-life balance, celebrating in good times and providing support in the not so good times, while having some laughs along the way,” she said. “I was also fortunate enough to witness my dad interacting with his team in the same way while our careers at Picatinny overlapped. As a mother and a supervisor, I strive to emulate these same behaviors at home and in the workplace.” Aside from constantly learning, Andersen said another important lesson she’s learned in life is to treat people the way she would like to be treated. “It has made me the person I am today and is something that my husband, JJ, and I strive to emulate for our daughter, Lucy. I strive to always stay humble, be respectful, trustworthy, helpful and compassionate towards others. By putting this philosophy into practice in the workplace, I foster a positive work environment for my team members.” “Faces of the Force” highlights the success of the Army Acquisition Workforce through the power of individual stories. Profiles are produced by the Behind The Frontlines team, working closely with public affairs officers to feature Soldiers and civilians serving in various Army acquisition disciplines. For more information, or to nominate someone, go to https://asc.army.mil/web/army-btf/. 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